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Organization structure and hierarchy
Organizational leadership and culture
Organization structure and hierarchy
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My organization is in the business of providing two-year degree, certificate, and training programs to have people ready for the workforce and foster life-long learning. The organization exhibits a strong culture that has the hierarchy approach. All employees great each other on a first name basis, and most employees to help one another and go out of their way for our stakeholders. After taking the "Sample Questions for Measuring the Strength and Health of a Culture" questionnaire, there are certain strengths and weaknesses I have discovered within the organization. Also, I feel it is important to mention what the organization has done well to improve its culture. In reviewing “The Culture Cycle”, I have identified gaps and recommendations to improve upon the success of the organization’s culture.
Strength of a Culture
As previously mentioned, the strength and health of a culture is imperative, and the company involved everyone in the
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Currently, the organization has encountered a shortfall of students registered for the semester. For example, most of demographics of our location has an aging population; therefore, this has caused our institution to market academic programs to other counties. This idea did not encourage much success due to a neighboring community college and the gaming industry deciding to train their own employees rather than have their employees pay a course fee. This factor along with financial constraints both from county and state levels has caused the institution to possibly consider layoffs if enrollment does not improve. Although the leader has openly communicated his plans of impending layoffs. This recent announcement as to the financial stability of the organization along with some reorganizational efforts has begun to cause a culture of fear among employees, who are fearful of losing their employment with the institution or being transferred to other
Each organization big or small has its own values, ways of doing things and assumption that it operates in. The principles and ethics that exist in each of these companies are the baseline through which the company operates its affairs. This is what can be called as that organization’s culture. The culture in existence has an impact on the productivity, effectiveness and efficiency (Keyton, 2011). The basis of setting the most appropriate culture of a company is not only to move or increase the profitability but also to make the stakeholders happy and satisfied. One aspect of that is the employee or the human resource the firm who put their expertise in the firm and add a bit of creativity and innovativeness to move the products. Chick-Fil-A operates in a competitive industry thus it requires all the stakeholders.
This type of culture results in lack of communication, lack of direction towards a common objective/goal and lack of commitment to the To ensure all the employees are competent, they need to develop a system to measure this competency. For example, they can do assessments to gauge competency. Besides that, they should provide compulsory and supplementary training to their employees to add in value and skills. Mentoring systems also can be implemented to ensure sharing of knowledge and experiences. Performance Rewards.
As we learn from the case study, the Lincoln Electric Company is the largest global manufacturer of machines for welding, which are used in all kinds of construction projects. This means that the company has a large global presence and many employees, so its culture affects thousands of its workers. Even though it is now 2014, the company still has a large market share and very satisfied employees, so clearly the culture leaves employees satisfied and motivates them to work hard for the company.
(2014) is “the way in which leaders interact, make decisions, and influence others in the organization” (p 237). The culture needs to foster cooperation from all areas of an organization, while providing the ability for adaptation and growth. Not all organizations culture will be the same, there is not a correct one that can blanket all organizations to cozy success. (3) Talent Systems. Human capital drives all organizations, the right people need to be in the right jobs with the correct opportunities for growth and advancement. There must be a constant search for strategic thinkers and leaders able to step up with called upon. The authors mention “Talent Sustainability” (p. 248), there must be enough qualified employees ready to move up so the organization will not stall while searching for others to replace others due to attrition, or other opportunists. (4) Organizational Design, must take a number of variables into account while providing structure to an organization. Hughes et al. (2014) state “the design of the organization is a trade-off between options, each with advantages and disadvantages” (p 253). The correct design can help clear the hierarchy of an organization and the proper channels for
According to Webster’s Dictionary, culture is defined as tradition or a way of life. It is also a defining principle in how we live our life and the type of people we become. The Salish Indians of the Montana and Celie, the main character of the book The Color Purple, are two examples of cultures that made them who they are. Celie is a poor, black, woman growing up in Memphis, Tennessee in the mid-twentieth century. The men have constantly put her down, through beatings and rape, for being a woman with no talent at all. Her husband’s lover comes to town and gives Celie a chance to see a culture where a woman can stand up for herself and teaches her that love is possible. The Salish on the other hand have a culture that has gone on through the ages and still is a part of each person today despite the obstacles they have had to face. Culture does shape us because from birth it is what tells us our ideals, laws, and morals that we live by each day.
Chapter sixteen in our textbook highlights the benefits of organizational culture and what it can do for any company with a strong culture perspective. In fact chapter sixteen-three(a) speaks widely on how a strong culture perspective shapes any organization up well enough to perform better than any of its competitors who do not balance any organizational culture. If not mistaken after viewing SAS institute case they are well on track with facilitating a high performance organization culture. First, SAS institute motivate all employees to become goal alignment in their field of work. This is where they all share the common goal to get their work done. In one of the excerpts taken away from this case, an employee- friendly benefits summary expresses the statement “If you treat employees as if they make a difference to the company, they will make a difference to the company.” “SAS Institute’s founders set out to create the kind of workplace where employees would enjoy spending time. And even though the workforce continues to grow year after year, it’s still the kind of place where people enjoy working.” Clearly highlighted from this statement that SAS Institute is mainly ran off of a fit perspective. Which argues that a culture is only as good as it fits the industry. Allowing a good blueprint or set up will
Therefore, culture is so important as it shapes the performance of the organization in terms of making the right decisions, guiding employees appropriate behaviours and efficiency of getting work done etc., with respect to its success.
The company’s focus was on the culture and how it mirrored the impact that management involved creating ideas in which everyone, both the business and the client are in a mutual agreement. To put in other words, IDEO seems to have been pretty lenient with their employee because they hardly fire them. They more so, made their employees feel more at home while at work. IDEO allowed for their employee to plan their own workstation to reflect their individual personalities, as an illustration. They were not so much focus on weeding out all the bad employee but to reward them which is why IDEO has been such successful working environment. The culture and management within a business has a lot to do with how successful a can be. If employees are being treated appropriately there is greater possibility that business will be successful. For example, IDEO rewards those who deserve it which encourages employees to compete with other employees and still deliver and get the job like it should.
Culture can be defined as “A pattern of basic assumptions invented, discovered or developed by a given group as it learns to cope with its problems of external adaptation and internal integration that has worked well enough to be considered valid, and therefore to be taught to the new members as the correct way to perceive, think and feel in relation to those problems”. Schein (1988). Organizational culture can be defined as a system of shared beliefs and values that develops within an organization and guides the behavior of its members. It includes routine behaviors, norms, dominant values, and feelings or climates. The purpose and function of this culture is to help foster internal integration, bring staff members from all levels of the organization closer together, and enhance their performance.
Culture is “a system of shared beliefs and values that develops within an organisation and guides the behaviour of its members” (Schermerhorn et al. 2011). It plays an important role in any organisation. For instance, in Woolworths we can se...
Anthropologists define the term culture in a variety of ways, but there are certain shared features of the definition that virtually all anthropologists agree on. Culture is a shared, socially transmitted knowledge and behavior. The key features of this definition of culture are as follows. 1) Culture is shared among the members of that particular society or group. Thus, people share a common cultural identity, meaning that they recognize themselves and their culture's traditions as distinct from other people and other traditions. 2) Culture is socially transmitted from others while growing up in a certain environment, group, or society. The transmission of cultural knowledge to the next generation by means of social learning is referred to as enculturation or socialization. 3) Culture profoundly affects the knowledge, actions, and feelings of the people in that particular society or group. This concept is often referred to as cultural knowledge that leads to behavior that is meaningful to others and adaptive to the natural and social environment of that particular culture.
It brought organisational culture to the performance of a company, which has become a critical topic in management department. In addition to organisational culture, organisations need to be aware and prepared for changes in the expanding workforce as business grows. Companies are faced with maximizing benefits as well as profits while minimizing negative factors that come from those changes. There is no one answer to the issue, but some of the guidelines are clear. Awareness of organisational culture, teamwork, individual performance, external environment adaptation, leadership, and measurement of organisational culture are key factors that lead a company to perform better.
Corporate culture is the shared values and meanings that members hold in common and that are practiced by an organization’s leaders. Corporate culture is a powerful force that affects individuals in very real ways. In this paper I will explain the concept of corporate culture, apply the concept towards my employer, and analyze the validity of this concept. Research As Sackmann's Iceberg model demonstrates, culture is a series of visible and invisible characteristics that influence the behavior of members of organizations. Organizational and corporate cultures are formal and informal. They can be studied by observation, by listening and interacting with people in the culture, by reading what the company says about its own culture, by understanding career path progressions, and by observing stories about the company. As R. Solomon stated, “Corporate culture is related to ethics through the values and leadership styles that the leaders practice; the company model, the rituals and symbols that organizations value, and the way organizational executives and members communicate among themselves and with stakeholders. As a culture, the corporation defines not only jobs and roles; it also sets goals and establishes what counts as success” (Solomon, 1997, p.138). Corporate values are used to define corporate culture and drive operations found in “strong” corporate cultures. Boeing, Johnson & Johnson, and Bonar Group, the engineering firm I work for, all exemplify “strong” cultures. They all have a shared philosophy, they value the importance of people, they all have heroes that symbolize the success of the company, and they celebrate rituals, which provide opportunities for caring and sharing, for developing a spiri...
Organizational culture is imperative to the success of the organization. The strength and core values of the organization is supported by the organizational culture. This allows for organization to operate in a specific manner that is specific to that organization and can pave the path for success. Company founders are passionate about their vision and mission and they elude that passion into their employees. When that passion and mission is successfully implied to the employees the company strives in it 's path to success.
The concept of organizational culture is one of the most debated topics for researchers and theorists. There is no one accepted definition of culture. People even said that it is hard to define culture and even more change it. It is considered a complex part of an organization although many have believed that culture influences employee behavior and organizational effectiveness (Kilmann, Saxton, & Serpa 1985; Marcoulides & Heck, 1993; Schein, 1985a, 1990).